CITY ADMINISTRATION Chief Administrator's O ce - 2020 Business Plan - The City of Nanaimo
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CITY ADMINISTRATION Chief Administrator’s Office 2020 Business Plan
Chief Administrator’s Office
OVERVIEW DEPARTMENT’S SHARE OF CITY’S
Nanaimo City Council consists of the Mayor and eight Councillors. OPERATING EXPENDITURE BUDGET
They are responsible for local government leadership and decision
making, establishing the City’s policies and priorities and they
make decisions regarding programs and services in the City.
The Chief Administrative Officer (CAO) is the liaison between
Council and city staff. Providing advice and recommendations to
Council on city policy (and operations), the CAO implements
Council policies and decisions. The CAO demonstrates managerial
leadership and directs staff.
City staff provide objective, professional advice to Council, and
implement Council's decisions. Council makes decisions in
accordance with policies and bylaws, and in compliance with
powers granted by the provincial legislature through statutes,
such as the Community Charter and Local Government Act.
Internal Charges &
Other
0.6%
Materials & Supplies
4.8%
CHIEF ADMINISTRATOR’S OFFICE 0.4%
REMAINING CITY BUDGET 99.6%
Services & Supply
Contracts
27.2%
Operating Expenditure Budget:
$592,652
Wages & Benefits
67.4%
2 City of Nanaimo • 455 Wallace Street • 250-754-4251 2020 Business PlanChief Administrator’s Office
MAYOR AND COUNCIL
CHIEF
ADMINISTRATIVE
OFFICER
RCMP CAO’S OFFICE Executive
Assistant
Officer in Charge Chief Administrative Officer CAO Office
Cameron Miller Jake Rudolph
Admin, Admin,
CAO Office Mayor & Council
(1 FTE) (1 FTE*)
*Budgeted in Legislative Services
Engineering & Public Parks, Recreation & Development Services Corporate Services
Works Culture General Manager, General Manager,
General Manager, General Manager, Development Services Corporate Services
Engineering & Public Works- Bill Sims Parks, Rec & Culture - Richard Harding Dale Lindsay TBD
Nanaimo Fire Rescue Legislative Services Human Resources
Department Director, Legislative Services Department
Fire Chief Sheila Gurrie Director, Human Resources
Karen Fry John Van Horne
2020 Business Plan www.nanaimo.ca • @cityofnanaimo 3Chief Administrator’s Office
2019 ACHIEVEMENTS
I am pleased to report that 2019 has been a productive year for the City Key achievements in 2019 include:
administration. In addition to the ongoing service delivery Governance Excellence
responsibilities across the organization, a number of important projects
• Strategic Plan
and initiatives were undertaken in 2019 which are outlined in the
departmental business plans. • Code of Conduct
The first priority of the Chief Administrative Officer (CAO) in 2019 has • Governance and Priorities Committee
been to support the newly-elected Council. The significant change on • Protocol Agreements with Snuneymuxw First Nation and
Council, coupled with the previous governance challenges, lead to Nanaimo Port Authority
numerous orientation and governance workshops. Council • Adoption of Truth and Reconciliation Call to Action #57
implemented a new Code of Conduct and established a new Council
• Procedure Bylaw
governance structure, anchored by the Governance and Priorities
Committee (GPC). • Organizational Alignment
• Collective Agreement
Throughout the year, the GPC provided a forum for a series of
workshops, including economic development, housing, social issues, Environmental Responsibility
core review, finance, planning, environment, transportation, bylaw • Declaration of a Climate Emergency
enforcement and the downtown. The coordination of the GPC
• Implementation of an Environment Committee
workshops has been achieved through the Senior Leadership Team
(SLT) and other members of staff whose contributions have been very • Climate Resiliency strategy and other environmental
professional and appreciated. initiatives
During the first several months of 2019 Council developed, and • Implementation of LED lighting, electric vehicle stations, and
ultimately adopted, a new Strategic Plan. The Strategic Plan has four other energy efficiency initiatives
strategic themes and ten focus areas which set out Council priorities and Economic Health
will guide Council decision making and the administration work plan • Record year for building and development activity
over the Council term. The strategic themes are Governance Excellence,
Environmental Responsibility, Economic Health, and Livability. • Economic function review and task force
• Tourism Nanaimo Fee for Service Agreement
• Financial Reserves review and update
Livability
• Health and Housing Task Force
• Advisory Committee on Accessibility and Inclusiveness
• Launch of Official Community Plan; Parks, Recreation and
Culture Plan; and Active Transportation Plan reviews
• Te’Tuxwtun Project Memorandum of Understanding
• Downtown Mobility study and “quick wins”
• Fire Hall #1 planning and design
• Front Street extension
• Departure Bay Walkway Review
4 City of Nanaimo • 455 Wallace Street • 250-754-4251 2020 Business PlanChief Administrator’s Office
KEY CHALLENGES FOR 2020
2020 will be the second year of the Council mandate and my second management, asset management, financial management); effective
full year as CAO. Considering 2019 as a “foundation” year for the City, communication and engagement; and evolving legal, legislative, and
the expectations for 2020 are higher. Several very important initiatives cultural issues (i.e. reconciliation) to name a few. All these issues
will either come to fruition or will be underway. At the same time, require an organization that is able to adapt to change, be nimble, and
meeting service delivery expectations for the City’s 98,000 residents be innovative.
requires discipline given fiscal, staffing, and other challenges. I would
The third challenge for the community at large are the escalating
like to briefly comment on each of these issues as follows.
issues related to social disorder. Nanaimo is experiencing the same
The City is responsible for $3 billion worth of assets with a large challenges as other BC municipalities related to homelessness, drug
inventory of infrastructure, community facilities, equipment for first addiction, mental health, etc. In 2018, the City experienced the largest
responders, etc. The City is also experiencing unprecedented growth, “tent city” in the history of the Province, and many of the challenges
which continues to stretch resources. While all development generates associated with tent city continued in 2019. While much of the visible
new revenue, and corresponding expenditures, it is a challenge to nature of the problems are found in and around the inner city, and
maintain service delivery standards while keeping taxes low. numerous issues have been experienced with the temporary shelters,
the issues are city wide. To that end, the Task Force on Health and
Resiliency of the City’s infrastructure, facilities, and other assets is an
Housing has the mandate to look into the driving forces behind the
important issue. Citizens expect the reliable delivery of water and
problems and looks for a combination of short-term and sustainable
sewer services, the transportation system to keep pace with growth,
solutions.
and the provision of community services in facilities that meet their
needs. Several of the City’s facilities require upgrades or replacement. Lastly, I would like to speak to City relationships. The recent history of
These include the Public Works yard, RCMP detachment, and a number the City is well documented and has lead to a Council priority to
of existing community facilities. In addition, the desire for additional demonstrate and practice good governance. This ultimately will
recreational, cultural, and other capital projects to improve the rebuild the reputation of the organization, as well as the trust of the
livability of the city present fiscal challenges. community and its numerous stakeholders. Efforts underway to
rebuild relationships are key, and the relationship with Snuneymuxw
A second key challenge is organizational resilience. As previously
First Nation and the indigenous community are a particular priority.
noted, the organizational review in 2019 confirmed the need for
several key positions and a realignment of some departments to
restore the organizational structure. To be completely transparent, the
organization has endured a turbulent number of years with significant
staff turnover, loss of corporate memory and key positions. The culture
of the organization needs to be addressed to overcome risk aversion
and build trust. This will be achieved over time with the support of
Council, Senior Leadership, and the community as well.
Related to the foregoing is the issue of change management. The new
Council Strategic Plan places a high priority on the subject of
Environmental Responsibility and a desire to place a “green lens” on
the way we do business. While the City has environmental plans and
systems in place, Council is looking for a renewed and accelerated
effort to address a range of related municipal services.
Other significant change management drivers include the need for
new business systems in the organization (i.e. document
2019
2020Business
BusinessPlan
Plan www.nanaimo.ca • @cityofnanaimo 5Chief Administrator’s Office KEY INITIATIVES FOR 2020
QUARTER GOVERNANCE Committees/Task Forces LIVABILITY Committees/Task Forces
1
• Strategic Plan • Task Force on Health and Housing
QUARTER GOVERNANCE
Committees/Task Forces
2
• Economic Development Committee
ECONOMIC • Economic Development strategy
• Economic Development functions
HEALTH
2020
LIVABILITY • OCP/PRC/Active Transportation Plan review
• Strategic Capital Projects (Waterfront Walkway,
2021 downtown initiatives, 1 Port Drive, Harbour Theatre,
active transportation projects)
Committees/Task Forces Administration • Environment work program
GOVERNANCE • Governance and Priorities Committee • Human Resources (culture, key positions, structure) • Corporate initiatives
ONGOING • Environment Committee
• Advisory Committee of Accessibility and Inclusiveness
• Business systems/work processes
• Facilities and properties
• Economic Development function
• Public safety and social issues
Relationships/Partnerships • Policy and Bylaw updates
• Snuneymuxw First Nation, Nanaimo Port Authority, School • Continued implementation of the Strategic Plan
District 68, Vancouver Island University, Regional District of
Nanaimo, BC Housing, Senior Government
6 City of Nanaimo • 455 Wallace Street • 250-754-4251 2020 Business PlanChief Administrator’s Office
PROPOSED OPERATING BUDGET
2019 2019 2020 2021 2022 2023 2024
Approved Restated Draft Draft Draft Draft Draft
Revenues Budget Budget* Budget Budget Budget Budget Budget
CAO Office $ - $ - $ - $ - $ - $ - $ -
Annual Operating Revenues $ - $ - $ - $ - $ - $ - $ -
Expenditures
CAO Office $ 544,943 $ 548,066 $ 592,652 $ 604,748 $ 616,518 $ 628,528 $ 640,774
Annual Operating Expenditures $ 544,943 $ 548,066 $ 592,652 $ 604,748 $ 616,518 $ 628,528 $ 640,774
Net Annual Operating Expenditures $ 544,943 $ 548,066 $ 592,652 $ 604,748 $ 616,518 $ 628,528 $ 640,774
Staffing (FTEs) - Budgeted 3.0 3.0 3.0 3.0 3.0 3.0 3.0
* Restated budget reflects allocations of committed contingency as a result of CUPE contract settlement
Excludes legal budget ($463,408 - 2020)
2020 Business Plan www.nanaimo.ca • @cityofnanaimo 7Chief Administrator’s Office
PROPOSED OPERATING BUDGET
2019 2019 2020 2021 2022 2023 2024
Approved Restated Draft Draft Draft Draft Draft
Expenditure Summary Budget Budget* Budget Budget Budget Budget Budget
Wages & Benefits $ 485,610 $ 488,733 $ 516,755 $ 527,090 $ 537,631 $ 548,385 $ 559,352
Services & Supply Contracts 26,800 26,800 36,700 37,434 38,182 38,946 39,725
Materials & Supplies 25,700 25,700 33,200 33,672 34,153 34,645 35,145
Internal Charges & Other 6,833 6,833 5,997 6,552 6,552 6,552 6,552
Annual Operating Expenditures $ 544,943 $ 548,066 $ 592,652 $ 604,748 $ 616,518 $ 628,528 $ 640,774
* Restated budget reflects allocations of committed contingency as a result of CUPE contract settlement
Excludes legal budget ($463,408 - 2020)
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